Conrad Poppenhusen Association
"Doorway to Opportunity"
Conrad Poppenhusen Association
EIN: 11-1633524
Mission
Mission Statement :To preserve the history of College Point, and its landmarked Poppenhusen Institute building, while continuing to provide diverse mostly free, cultural, educational, and historical programs, open to all. History- The Institute was built in 1868 with funds donated by benefactor of College Point(CP), Conrad Poppenhusen. It housed many programs and services including the First Free Kindergarten in the US which was established at the Institute July 1st, 1870. The Institute was designated a NYC Landmark in 1970 and was listed on the National Register of Historic Places in 1976. Four years later the Institute , was threatened with sale and demolition . However, due to the efforts of a community group and a successful Supreme Court decision that action was thwarted
Notes from the nonprofit
Although we are a smaller non-profit we believe that we are the oldest still operating non -profit in Queens ( other then a church). We are now 155 years old. As the only cultural center in all of District 19, the diverse programs and performances that we offer are very much needed and appreciated by the public. In addition to our numerous cultural and historical performances and presentations we have recently added a free ESL program in response to the community need. We continue to assist in building bridges across cultural, economic and other divides in the community. We are committed to honoring the past while continuing to more forward serving the needs of the community today. Help us to keep this NYC Landmark going strong.
Ruling year
1941
President
Mr. James Trent
Main address
PO Box 560091
College Point, NY 11356 USA
EIN
11-1633524
Arts and culture
Education
Public affairs
Human services
Population served
Children and youth
Adults
NTEE code
Arts, Cultural Organizations - Multipurpose (A20)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
"Right Around the Corner " Cultural performances
As the sole performing arts center in City Council District 19, the Institute provides invaluable affordable, high quality, and accessible cultural programming that quenches the cultural thirst of a large, underserved population, which is often unable to afford or visit larger cultural institutions. Our programs are designed to foster an understanding and appreciation of the arts for young and old alike, by introducing innovative performances to the community while also honoring traditional classic favorites, all at affordable prices.
Performances include, Summer Garden Concerts and family Movies , Celebrations of Black History month, Lunar New Year , Cinco de Mayo, Asian Pacific Heritage, and Immigration Heritage month and Indigenous People’s Day Other performances include our annual 9/11 and Veterans Day Remembrance Concerts
Educational Programs
Our educational programs include: Piano Lessons, Family Painting Sessions , ESL classes and School and Public Tours of the facility and community.
Where we work
External reviews
Photos
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our goal is to preserve this NYC Landmark , which is home of the First free Kindergarten in the United States while continuing to develop free divers programs and performances for the underserved community of College Point.
We saved this NYC landmark from sale and demolition in 1983. Since then a great deal of restoration has taken place including the installation of an elevator and an accessible bathroom. In the Spring of 2023 the windows and surrounds will be restored with a city capital grant.
Our cultural performances celebrate the many cultures that now College Point their home. We will continue to expand this programming being ever mindful of the changing demographics of the community.
Our historic programs honors the community's past including industrialist and social reformer Conrad Poppenhusen who provided health and death benefits to his workers as early as the 1840s. We will continue to teach the children about his philanthropic lifestyle .
Our educational programs include school tours and a new ESL program
Our museum component has recently been enhanced by the acquisition of 14 plaster statues by nationally acclaimed sculptor, Hermon Atkins Mac Neil who once lived in College Point and taught art classes at the Poppenhusen Institute. These will soon be restored and placed on exhibition.
What are the organization's key strategies for making this happen?
In order to successfully continue the above noted programs additional volunteers are required. The newest member of the Board of Control and a current volunteer are running a campaign seeking new volunteers. We have also submitted a request to St. John's University for interns from the history and marketing departments.
We are also submitting funding requests to major corporate donors such as Northwell Health, Cord-Meyer and TD bank requesting the funding necessary to support the expansion of our programs.
We are proud of our successful track record including- first saving this historic structure from sale and demolition and then breathing new life into it with the multitude of programs that are now offered.
Additionally, during Covid-19 we continued serving the community although in an improvised way- We held Family Painting in the garden and took the show on the road with a vintage trolley that had a balcony on the back. various ethnic bands would perform as we traveled throughout the streets of Queens - bringing smiles to many faces.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
2.73
Months of cash in 2020 info
3.6
Fringe rate in 2020 info
18%
Funding sources info
Assets & liabilities info
Conrad Poppenhusen Association
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Conrad Poppenhusen Association
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Conrad Poppenhusen Association’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $19,628 | $50,526 | $78,568 | $72,388 | $266,747 |
| As % of expenses | 8.3% | 18.7% | 30.1% | 29.0% | 123.8% |
| Unrestricted surplus (deficit) after depreciation | -$4,242 | $26,656 | -$4,781 | -$10,961 | $175,442 |
| As % of expenses | -1.6% | 9.0% | -1.4% | -3.3% | 57.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $310,439 | $1,035,401 | $1,696,662 | $257,068 | $482,176 |
| Total revenue, % change over prior year | 30.9% | 233.5% | 63.9% | -84.8% | 87.6% |
| Program services revenue | 12.8% | 2.1% | 1.1% | 14.0% | 5.5% |
| Membership dues | 2.6% | 0.8% | 0.3% | 1.8% | 0.7% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 58.1% | 84.7% | 90.1% | 39.8% | 83.0% |
| All other grants and contributions | 10.9% | 4.5% | 4.2% | 14.6% | 0.0% |
| Other revenue | 15.5% | 7.9% | 4.3% | 29.8% | 10.9% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $235,244 | $270,777 | $261,111 | $250,007 | $215,428 |
| Total expenses, % change over prior year | 7.6% | 15.1% | -3.6% | -4.3% | -13.8% |
| Personnel | 38.1% | 37.4% | 36.0% | 34.3% | 36.5% |
| Professional fees | 6.4% | 2.4% | 4.0% | 0.0% | 0.0% |
| Occupancy | 8.5% | 8.1% | 9.3% | 0.0% | 0.0% |
| Interest | 0.6% | 0.5% | 0.5% | 0.6% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 46.4% | 51.6% | 50.1% | 65.1% | 63.5% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $259,114 | $294,647 | $344,460 | $333,356 | $306,733 |
| One month of savings | $19,604 | $22,565 | $21,759 | $20,834 | $17,952 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $79,437 | $737,968 | $1,440,332 | $741,197 | $211,010 |
| Total full costs (estimated) | $358,155 | $1,055,180 | $1,806,551 | $1,095,387 | $535,695 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 0.8 | 0.2 | 0.2 | 1.8 | 3.6 |
| Months of cash and investments | 0.8 | 0.2 | 0.2 | 1.8 | 3.6 |
| Months of estimated liquid unrestricted net assets | -57.5 | -80.4 | -146.0 | -184.6 | 5.8 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $15,512 | $4,990 | $5,243 | $37,057 | $65,090 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $8,438 | $38,763 |
| Gross land, buildings, equipment (LBE) | $1,405,890 | $2,143,858 | $3,584,190 | $4,325,387 | $4,564,063 |
| Accumulated depreciation (as a % of LBE) | 23.7% | 16.7% | 12.3% | 12.1% | 14.1% |
| Liabilities (as a % of assets) | 6.2% | 1.7% | 1.1% | 0.8% | 0.9% |
| Unrestricted net assets | -$54,421 | -$27,765 | -$32,546 | -$43,507 | $3,990,569 |
| Temporarily restricted net assets | $1,075,763 | $1,789,861 | $3,146,844 | $3,858,634 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $1,075,763 | $1,789,861 | $3,146,844 | $3,858,634 | $0 |
| Total net assets | $1,021,342 | $1,462,096 | $3,114,298 | $3,815,127 | $3,990,569 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | Yes | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Mr. James Trent
In addition to being the president of the Poppenhusen Institute Mr. Trent is also the president of the Queens County Farm museum and is active in numerous civic organizations and museums across the borough. He has been actively involved in the preservation of the landmark Poppenhusen Institute since testifying at the 1980 Supreme court case
Number of employees
Source: IRS Form 990
Conrad Poppenhusen Association
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Conrad Poppenhusen Association
Board of directorsas of 02/27/2023
Board of directors data
Mr. James Trent
Conrad Poppenhusen Association
Term: 1990 -
James Healy
Conrad Poppenhusen Association
charles J. Chiclacos
Conrad Poppenhusen Association
Victor Chiang
Conrad Poppenhusen Association
Richard Krauland
Conrad Poppenhusen Association
Karen Lucas
Conrad Poppenhusen Association
Milagros Toro
Conrad Poppenhusen Association
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
No data
No data
Sexual orientation
No data
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 10/31/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
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- Contractor and/or Paid Preparer data for 2020, 2019, 2018
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